Organizations benefit when their business management system effectively integrates key performance indicators (KPIs) and other performance measurements with the processes that created them.
The Integrated Enterprise Excellence (IEE) 9-step system provides this integration through an IEE value chain. The IEE system, an enhanced, next generation business process management methodology, also offers predictive performance metrics and a road map for analytically determining targeted strategies and improvement efforts which benefit the big picture.
Businesses can use the IEE methodology framework to achieve much success with their Operational Excellence (OE) or a lean Six Sigma deployments.
The 5 book Integrated Enterprise Excellence series provides the road maps and details to create an enhanced next generation business process management (BPM) system for organizations to enhance both their strategic and day-to-day management practices.
The Enterprise Performance Reporting System (EPRS) software provides transparent predictive performance reporting that is integrated with the processes that created them through a clickable IEE value chain.
Creation of long-lasting business metrics will first be described and then the 30,000-foot-level scorecard tracking of these measurements will be discussed. It will be shown how, when a process is concluded to have a recent region of stability, a prediction statement can be made.
Porter Value Chain Model With IEE Predictive Scorecards Read More »
Lean has a very good tool set; however, it is not a business management system. To better address the challenges of the day, organizations need an effective business management system that integrates Lean tools with predictive scorecards and analytical/innovative strategies so that undertaken process improvement efforts have whole-enterprise benefits.
Lean Organization Management Techniques Read More »
Linkage of processes with the predictive performance measurements for these processes is accomplished through an Integrated Enterprise Excellence (IEE)1 value chain. With this system, when a performance metric or key performance indicator (KPI) is not achieving its desired objective, the processes associated with that metric in the value chain need improvement.
Enhancement of Porter Value Chain Framework and its Predictive Scorecards Read More »
Lean has a very good tool set; however, it is not a business management system. To better address the challenges of the day, organizations need an effective business management system that integrates lean tools with predictive scorecards and analytical/innovative strategies so that undertaken process improvement efforts have whole-enterprise benefits. The Integrated Enterprise Excellence1 (IEE) business management system, which is illustrated in Figure 1, accomplishes this organizational objective. In Lean Six Sigma, improvement projects are to follow a define-measure-analyze-improve-control (DMAIC) roadmap. Within the IEE system, there are two DMAIC roadmaps: Project DMAIC (P-DMAIC) and Enterprise process DMAIC (E-DMAIC). This article discusses how these roadmaps are used to integrate Lean tools into the business management system.
Next Generation Lean Process Improvement Methodology Read More »
A business process management definition is dependent upon the source. Many references provide a BPM description that gives focus to process automation, while others highlight process rules and documentation. An Integrated Enterprise Excellence (IEE) business management system provides a BPM 2.0 system that can do both and more.
Business Process Management Definition and Beyond Read More »
Value chain vs. value stream: In Integrated Enterprise Excellence (IEE), an IEE value chain describes what an organization does and how it measures what is done from a high-level process-output response (i.e., 30,000-foot-level) point of view; a value stream map (VSM) describes work flow for functions in the IEE value chain.
Value Chain vs. Value Stream Read More »
Have you ever seen a person or an organization doing whatever it takes to achieve their measurement goals, even if their success would be detrimental to another department or the business as a whole? Most of us have observed or experienced this form of behavior. This conduct is an unintended consequence of the traditional methods for creating performance metrics in an organization. This article discusses how IEE’s non-silo metrics and improvement efforts provide a guiding light for organizations to bridge functional boundaries and move toward achievement of the three R’s of business.
Breaking Down Silos at Work and Make Collaboration Happen Read More »
Hoshin kanri, also called hoshin planning or policy deployment, is a technique that can establish a structure for implementing executive-defined strategies. However, the wording of strategic statements can lead to executions that are very team dependent. In addition, these statements can also lead to activities that are not healthy for the organization as a whole. In this article, Forrest Breyfogle will show how creating and executing strategic planning statements also can contribute to a company’s decline.
Enhanced Hoshin Strategic Planning Process Read More »
Lean Six Sigma is a well accepted business improvement methodology, but when you read about companies that have introduced Lean Six Sigma (LSS), the results are not always consistent. There are as many examples of success as there are of failure. Many studies on the impact of LSS show three key characteristics that are correlated with success: leadership support from the top levels of the company, high-potential employees provided LSS training, and the LSS methodology being used. From the outside, nearly all Lean Six Sigma programs and methods appear the same; they use DMAIC and they may provide a certification. All LSS methodologies are not the same, not by a long shot. The article discusses how the Smarter Solutions’ Lean Six Sigma roadmap and methodology provide students the highest probability of success in solving their project in a short period of time.
A fresh look at a red yellow green rating scale for scorecard colors can provide a better expected behavior than target tracking of individual numbers against an objective.
Red Yellow Green Rating Scale in Scorecards: What should the colors mean? Read More »
